Purpose Examines the reward structures used by private-sector firms in different locations. Design/methodology/approach Analyzes the prevailing incentive pay practice configurations in 14 countries over four continents. Investigates the extent to which local factors constrain firms’ use of personal and team bonuses or profit-sharing. Findings “When in Rome, do as the Romans do” – an old saying but still relevant for the growing number of firms operating in several countries. A well-thought-out incentive scheme encourages employees to think and act in ways that support company objectives. But people in different places can have different ideas about what is fair and appropriate. Human resource professionals have to decide whether to follow the local norms or to introduce the firm’s established practices – and an informed decision can make the difference between having a motivated workforce or making an expensive mistake. Practical implications Observes that organizations in some countries show a strong preference for a particular bundle of incentive options. Warns that introducing a different approach may prove counter-productive unless combined with a careful process of change management. Social implications Highlights the importance of institutional context and social norms in determining the incentive pay configurations adopted in different countries. Originality/value Provides an international guide to prevailing patterns of incentive payment adoption. Shows that external constraints specific to individual countries can have a significant impact on the flexibility of incentive system design.

Purpose The purpose of this paper is to examine the effects of employer branding on company attractiveness to younger workers. Design/methodology/approach The paper analyzes the relative importance attached to symbolic and functional company attributes using a survey conducted at a large North American university. It considers the impact of differing levels of work experience on responses to employer branding. Findings The best employers get nearly twice as many job applications compared with other organizations. So when they are recruiting, they can pick and choose from a bigger talent pool and select the very best applicants. The “baby boomer” generation is retiring from the workforce, and later generations are smaller in size. The result of these demographic factors has been to increase fears of labor shortages. Competition for a shrinking talent pool of younger workers means that employers need to focus on the things that make their company attractive to potential applicants. Practical implications The study suggests ways in which human resources professionals can maximize the effectiveness of employer branding as a means of attracting job applications from young workers. Social implications It notes that symbolic attributes are more strongly predictive of company attractiveness than functional attributes and that this effect becomes more marked with work experience. Originality/value This paper aims to show how marketing concepts can be applied in a human resource context.

Purpose The purpose of this paper is to consider the factors affecting the success of succession planning in family businesses. Design/methodology/approach The study reports on a panel discussion in which the former chairman of the William Jackson Food Group describes the processes put in place to manage succession at this family firm and his own experience of handing over to his successor. Findings Once upon a time, saying that you were going into the family business marked the end of any career discussion. Now it’s just the beginning – interest in family firms has never been greater. Succession planning is a subject guaranteed to generate questions – everyone wants to know how to get it right. Fortunately, it’s an area where some are happy to share their experience. Research limitations/implications The paper highlights the need for more longitudinal research on family firms. Practical implications This paper provides a practical guide to structures and processes that can facilitate succession planning in family firms. Social implications It draws attention to the emotional and psychological impact of succession on the retiring individual and the need to create life structures to replace former business involvement. Originality/value This paper aims to present a frank discussion of the approach to succession planning taken by one family business and the broader research questions that it raises.

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Purpose The purpose of this paper is to explore the effects of introducing an involuntary wellness program (IWP) on employee attitudes and willingness to participate. Design/methodology/approach The paper analyzes responses to a survey of office workers employed by a US education and media company when the existing wellness program was replaced by a new IWP. Findings It’s estimated that two out of three Americans are now overweight – and that’s bad for business. Having a fit and healthy workforce not only benefits the individual, it also means less time off sick, lower costs and better organizational performance. Firms that encourage a “wellness culture” are showing that they care about their employees – and can expect a payoff in terms of morale, motivation and productivity. What’s harder to predict is whether wellness can be made compulsory – and if compulsory, whether it still delivers a “win-win” result. Practical implications The study indicates aspects that may require particular care when introducing an IWP to ensure that employees appreciate the health benefits of this approach rather than joining the program for purely economic reasons. Social implications It provides an insight into the effects of expanding health insurance plan wellness incentives under the US Affordable Care Act of 2010. Originality/value This paper aims to raise the question of whether individuals can be incentivized to adopt a healthier lifestyle.